Effect of psychological capital and resistance to change on organisational citizenship behaviour

Abstract

Orientation: Research in positive organisational behaviour shows that positive psychological capital (PsyCap) is a construct that enables self-efficacy, optimism, hope and resilience to succeed in the workplace and that employee resistance to change is a key barrier to organisational change.Research purpose: This study examined the possible role of resistance to change as a moderator of the predictive relationship between PsyCap and organisational citizenship behaviour (OCB), in which OCB served as an index for measuring positive organisational change.Motivation for the study: Little empirical research has investigated the application of positive organisational behaviour to government organisations undergoing organisational change. Organisations can use the study results to increase positive outcomes and reduce resistance in government organisations experiencing a holistic change intervention.Research design, approach and method: The data comprised a cross-sectional survey of 97 employees from a government organisation that provides life-cycle career management support. Employees completed the 24-item psychological capital questionnaire, the 16-item organisational citizenship behaviour scale and the 17-item resistance to change scale. Data analyses used a mixed methods approach to merge quantitative inferential statistics with qualitative thematic analysis.Main findings: The quantitative analysis yielded high levels of resistance to change that moderated the positive effect of PsyCap on organisational citizenship behaviour. The thematic analysis revealed that affective, behavioural and cognitive forms of resistance to change were prevalent.Practical/managerial implications: Organisational leaders should seek to reduce resistance and increase the resources that organisations need to effect positive organisational change.Contribution/value-add: This study adds to the growing body of knowledge about positive organisational behaviour in government organisations.

High Performance Work Practices and Employee’s Outcomes: Organization based Self-Esteem and Perceived Organizational Support as Mediator and Positive Psychological Capital as Moderator

“…Results of this study also shows that if organization can practice HPWP and provide POS to the employees that resulted to high level of in-role performance, TP and high OCB, on the other hand based on the COR theory (Hobfoll, 1989(Hobfoll, , 2001) POS and PPC provide resources to the individuals for coping of professional pressure and stress and provide better outcomes. The results of this study are consistently related with the previous studies of (Abrar, Baig, Javed, & Shabir, 2014;Beal III et al, 2013;Golestaneh, 2014;Gupta, 2010;Liu et al, 2013;Luthans et al, 2008;Murthy, 2014;Nikpay, Siadat, Hoveida, & Hoveida, 2014;Qadeer & Jaffery, 2014;Yang, Yeh, Yang, & Mui, 2013).…”

“…describing the support of PPC that positively promotes the behaviors of the employees and improve their working qualities, reinforce their behaviors and able them to action in the unfavorable circumstances face by them at workplace. Several previous studies point out that, there is significant impact of psychological capital on job performance(Avey, Wernsing, & Luthans, 2008;Beal III, Stavros, & Cole, 2013;Kappagoda et al, 2014;Polatcı & Akdoğan, 2014;Rego, Marques, Leal, Sousa, & Pina e Cunha, 2010;Setar, Buitendach, & Kanengoni, 2015), on employee creativity(Yu, Li, Tsai, & Wang, 2019) on firm performance(Chen et al, 2019) and on OCB…”

The relationships between authentic leadership, psychological capital, psychological climate, team commitment and intention to quit

“…This study is positioned within the rising field of positive organisational behaviour (POB) or positive organisational scholarship (POS), which has emerged from the positive psychology movement (Donaldson & Ko, 2010). Various studies have been undertaken in the field of POB in South Africa and abroad, such as those by Beal, Stavros and Cole (2013);De Waal and Piennar (2013); Simons and Buitendach (2013); Eustace and Martins (2014); Geldenhuys, Łaba and Venter (2014) and Du Plessis, Wakelin and Nel (2015). These studies focused on constructs such as PsyCap, work engagement, intention to quit, organisational commitment and others.…”

Impact of Psychological Capital on Well-Being of Management Students

“…Literature has witnessed relative impact of Psychological Capital on distinctive positive outcomes. Psychological capital had confirmed significant positive correlation with organizational citizenship behavior [8]; work engagement [9];…”